HRM3706 ASSESSMENT 03 SEMESTER 02 2025 1.1 Explain the process of job analysis (1 mark) and analyse its role in the implementation of a performance management system (6 marks). (7)

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Table of Contents

QUESTION 1 .................................................................................................................................................. 3
1.1 Explain the process of job analysis (1 mark) and analyse its role in the implementation of a
performance management system (6 marks). (7) ........................................................................................ 3
1.2 Which measurement approach/s do you think are appropriate for Thembinkosi to review the
salespeople’s performance at Langa Inc.? Substantiate your answer with reference to the scenario. (6) . 6
1.3 Identify the TWO purposes of the performance management process that are inhibited by the way
employee performance is reviewed at Langa Inc. (6) ................................................................................... 9
1.4 What makes the process in the scenario a performance appraisal, and not a performance
management? (6) ........................................................................................................................................ 11
QUESTION 2 ................................................................................................................................................ 14
2.1 The following are some of the most common areas of criticism of the current approaches to
performance management systems in many organisations. Clearly indicate how each stage of the
performance management process can minimise each criticism below. You may identify more than one
stage for each criticism if you deem it necessary. ...................................................................................... 14
2.1.1. Performance appraisals are subjective due to human error and bias. (3) ....................................... 14
2.1.2. Pay and performance are often linked, but the link cannot be justified from a scientific approach.
(3) ................................................................................................................................................................ 15
2.1.3. Performance appraisals are subjective and do not really reflect the true performance of
employees. (3) ............................................................................................................................................ 15
2.1.4. Employees fear performance appraisals and therefore hide the truth about their performance. (3)
.................................................................................................................................................................... 16
2.1.5. There are gaps between business performance, departmental performance, and individual
performance. (3) ......................................................................................................................................... 17
2.2 Explain the role of the performance management process in ensuring that knowledge workers
possess the required competencies in the world of work. (4) ................................................................... 17
2.3 Advise Mr Nkhwashu on designing a pay-for-performance system using expectancy theory as a point
of departure. Do not forget to use the salon context to support your advice. (6) ..................................... 20




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QUESTION 1

1.1 Explain the process of job analysis (1 mark) and analyse its role in the
implementation of a performance management system (6 marks). (7)

The Process of Job Analysis and Its Role in the Implementation of a
Performance Management System

Job analysis is a central function in human resource management (HRM), forming the basis
for essential HR activities such as recruitment, selection, training, compensation, and
performance management. Without a clear understanding of the tasks and responsibilities
associated with each role, organisations cannot accurately evaluate employee performance
or align individual efforts with strategic objectives (Aguinis, 2014). This essay explores the
process of job analysis and its vital role in implementing a performance management system
(PMS). It highlights how job analysis helps define job duties, establish fair performance
measures, support behavioural evaluations, and align organisational objectives with individual
contributions.

The Process of Job Analysis

Job analysis involves systematically collecting, examining, and interpreting information about
specific jobs within an organisation. The process generates two main outputs: the job
description, which outlines tasks, duties, and responsibilities, and the job specification, which
defines the knowledge, skills, and abilities (KSAs) required to perform the role effectively
(Werner, Schuler & Jackson, 2012). Typically, the process begins with identifying the job under
review, followed by gathering data through interviews, questionnaires, observations, or
existing documentation. The information is then verified with employees and supervisors
before being compiled into formal job descriptions and specifications (Bohlander & Snell,
2013).

This systematic approach ensures objectivity and reliability, minimising assumptions and bias
in HR practices. For example, in a retail context, job analysis clarifies the responsibilities of a
cashier, such as processing transactions, maintaining payment accuracy, and delivering
customer service. Without such clarity, performance evaluations may become inconsistent
and subjective. By establishing a structured baseline, job analysis enhances the accuracy,
fairness, and strategic alignment of HR processes (Wärnich, Carrell, Elbert & Hatfield, 2015).

Job Analysis as a Foundation for Performance Management




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